COMMUNICATING FOR RESULTS - Philippines
Transcript of COMMUNICATING FOR RESULTS - Philippines
Republic of the PhilippinesDepartment of the Interior and Local Government
COMMUNICATING FOR RESULTSTHE DILG STRATEGIC COMMUNICATIONS TOOLKIT
FOREWORD
AsaDepartment,itiscrucialthatweproperlyandeffectivelycommunicateourgoodgovernancereformstoourdifferentstakeholders,especiallynowthatweareimplementing numerous projects in partnership withourlocalgovernmentunits(LGUs).Communicatingforresultsallowsustohighlightthemeaningfulgainsofourprogramsandprojectsandemphasizethatindeed,goodgovernancecan leadtoeffectiveandhighperforminglocalgovernmentsandbetterdeliveryofbasicservicestoourpeople.
Through this Strategic Communications Toolkit,eachoperatingunitaswellasourofficialsandemployeeswill be guided on the processes and strategies ofplanningand implementingcommunicationprograms.Maythistoolkitbeaninstrumentforustoeffectivelyandstrategicallycommunicatetherightmessagestoourdifferentstakeholdersandinfluencethemtojoinusinourdrivefortransparency,accountability,performance,andcitizenparticipation.
I specifically thank the Australian Governmentthrough the Philippines Australia Human Resourceand Organizational Development Facility (PAHRODF)whichworkedcloselywithus,ledbyPlanningServiceDirector Francisco R. Cruz, for making this StrategicCommunicationsToolkitareality.
May we become effective communicators andadvocates of good local governance to our differentstakeholdersandmaywealwaysembodythetraitsofbeingMatino, Mahusay at Maaasahang Kagawaran para sa Mapagkalinga at Maunlad na Pamahalaang Lokal.
Austere A. PanaderoUndersecretary
How to Use This Tool Kit
This tool kit is designed to provide a practical guide to designing andimplementingcommunicationprogramsfortheDepartmentoftheInteriorandLocalGovernment(DILG).
Thisisdividedintotwoparts.ThefirstpartdescribesthestrategicsystemandkeyprocessesandthesecondpartprovidesalistofworksheetsthatcanbeusedastoolindevelopingtheDILGStrategicCommunicationsStrategy,Planorspecificcomponentsofsuch.
This is intended to guide all those who will be involved in designing,implementingandevaluatingtheDILGStrategicCommunicationsliketheDILGPublic Affairs and Communications Service (PACS) , DILG Program/ ProjectTeams,CommunicationProgramServiceProvidersandPartnersofDILG.
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TABLE OF CONTENTS
The DILG Strategic Communications Model
Chapter 1: The DILG Strategic Communications Framework
Chapter 2: Analysis
Chapter 3: Formulating the Communications Strategy
Step 1: Establishing Communication Goals and Objectives
Step 2: Audience Analysis and Segmentation
Step 3: Messaging
Step 4: Communication Channels, Tools and Resources
Step 5: Forming the Communications Team
Chapter 4: Implementing the Communications Strategy
Chapter 5: Measuring the Effectiveness of the Communications
Stategy
Appendixes
Appendix A: Overall Communications Plan Worksheet
Appendix B: Communication Plan Worksheet
Appendix C: Stakeholders Analaysis Worksheet
Appendix D: Stakeholders Mapping Worksheet
Appendix E: Message Worksheet
Appendix F: Primary Audience Worksheet
Appendix G: Secondary Audience Worksheet
Appendix H: Communication Channel Evaluation
Appendix I: Purpose-Audience-Message-Channel Worksheet
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TABLE OF FIGURES
Figure 1: DILG Communications Model
Figure 2: Strategic Communications System
Figure 3: Identification of Influence and Impact of DILG
Stakeholders
Figure 4: DILG Stakeholder’s Prioritization and Approach Matrix
Figure 5: Formulating the Communications Strategy
Figure 6: Message House
Figure 7: DILG Brand Message House
Figure 8: SGLG Brand Message House
Figure 9: PCF Brand Message House
Figure 10: PCF Brand Message House (part 1)
Figure 11: DILG Issues Message House
Figure 12: DILG Crisis Message House
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DILG STRATEGIC COMMUNICATION 1
THE DILG STRATEGIC COMMUNICATIONS MODEL
TheDepartmentoftheInteriorandLocalGovernment(DILG)recognizestheimportance of strategic communications in fulfilling itsmandate as the catalyst ofexcellentlocalgovernance.Hence,itembarksonactivelypromotingitsidentityandaligningpublicperceptiononwhatitdoesasanorganization,itsprojects,programsandaccomplishmentsandhowitsvariousstakeholderscanhelppromotesustainableanddevelopment-orientedlocalgovernmentunits(LGUs).
DILG’smandateofgeneralsupervisionofLGUsiscontinuouslyevolvingtobemore responsive to the needs of the LGUs in particular and the constituencies ingeneral.Todate,DILG’sgeneralsupervisionmandatetakestheformsof(a)capacitybuildingofLGUsbothintermsoftrainingandfinancialassistanceforvariousessentialinfrastructureprojects;(b)measuringandincentivizingLGUperformancetoencouragethepracticeofgoodgovernance;and(c)continuingpracticeofthedelegatedauthorityoverprovincesandhighlyurbanizedcities.
Withamorerobuststrategiccommunicationssystem,DILGseekstoreachandinfluencenotonlyitsdirectclientandprimaryaudience-theLGUs,butallsectorsofsocietywhoarebeneficiariesofgoodlocalgovernance,andwhosebehaviorscanaffectthepromotionofgoodlocalgovernance.DILG’scommunicationmodelbeginswithaclearunderstandingofwhatitdoes,how,why,forwhom,andtowhomcommunicationisdirectedto,leveragingonacollectiveunderstandingfromwithin.DILGthenpursuesanengagingtwo-waycommunicationprocesswithandamongitsstakeholders.Thisisdirectedtowardsstrengtheningsustainableanddevelopment-orientedLGUsthatare(a)accountable,transparent,participativeandeffectiveinlocalgovernance;(b)sociallyprotectiveandsafe;and(c)environment-protective,climatechangeadaptiveanddisasterresilientand(d)businessfriendlyandcompetitive.
In sum, the DILG communicates to bring about collective behavior thatpromotesexcellenceinlocalgovernanceandDILGcommunicationencouragestwo-waycommunication thatgoesbeyonddownloading information through issuances,circulars, and guidelines to a two-way communication that encourages dialogue,interactionandwiderparticipation.
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CHAPTER 1: THE DILG STRATEGIC COMMUNICATIONS FRAMEWORK
WHAT IS STRATEGIC COMMUNICATIONS?
Strategiccommunicationsbroadlymeansaligningcommunicationinitiativestosupport anorganization’s strategicplan. It is structuring,designing, implementingandmeasuringcommunicationtosatisfyboththeshorttermobjectivesandlongtermgoalsofanorganization.
More specifically, strategic communications refers to “an evidence-based,results-oriented process, undertaken in consultationwith the participant group(s),intrinsically linked to other programmer elements, cognizant of the local contextandfavoringamultiplicityofcommunicationapproaches,tostimulatepositiveandmeasurablebehaviorandsocialchange”1
StrategicCommunicationsSystemobservesaniterativeprocessthatiscomprisedbyfourmajorphases:
1.Analysis–establishestheover-allcontextofthecommunicationstrategy.At thisphasetheover-allcommunicationneedsandcapacitiesareidentifiedand over-allcommunicationgoalsanddirectionsarederived.Thiswillincludethe identificationofsuccessindicators.
2.Formulating Communication Strategy–chartsaclearcourseofactiontoattain thecommunicationgoals.Atthisphase,thedifferentcommunicationsplans, programs,projects,activitiesareidentifiedanddesigned;andtherightmixof theelementsofcommunicationlikecommunicationobjectives,targetaudiences, communicationchannelsand resourcesareestablished.
3.Implementing Communication Strategy –conductingtheidentifiedcoursesof actionslikecommunicationprograms, projectsandactivities.
4.Measuring–monitoringandevaluating theimplementationandtheeffectiveness ofthestrategy.Dataisgatheredperiodically andcomparedwithidentifiedcommunication objectivesandsuccessindicators.
Figure 2. Strategic Communications System
1Lotse,C.(2005).Strategic Communications for behavior and social change in South Asia.UN Working Paper. Retrievedfromhttp://www.unicef.org/rosa/Strategic_Communication_for_Behaviour_and_Social_Change.pdf.
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CHAPTER 2: ANALYSIS
Thephaseestablishestheover-allcontextfortheDILGcommunicationstrategy.ThisbeginsbylookingintotheDILGstrategicimperatives,itsstakeholdersandtheindividual and collective behavioral changes that are necessary to bring about itsstrategicgoals.ThisestablishestheDILG’spriorityneedsthatcanbesupportedbycommunication and howDILG is capable to pursue the necessary communicationinitiatives,aswellashowDILGcaneffectivelycommunicatetoitsstakeholdersandtargetaudiences.Thegoalof theanalysisphase is to identifyhowcommunicationcan help bring about DILG’s performance targets and desired results includingspecificsupportstructures,processesandmechanismsthatcanbestrengthenedbycommunication.
Thekeyquestionsthatmustbeansweredare:
1.What does DILG seek to achieve? This requires the review of DILG’s strategic plan and itspriority initiatives, performance results and targets and theinternalandexternalfactorsthataffectDILG’spast,currentandfutureperformance.Thiscanalsobedoneduringstrategicandoperationalplanningandreview.
2.What are the issues and challenges that communication can address? Based from the DILG performance goals, areas of concerns, issues andunderlyingcausesofperformance,thegoals,systems,processesandstructuresthatcan be strengthened by communication are determined. How communication canhelpachieveperformancetargetsandthecompetenciesandresourcesneededaredeterminedaswell.
Belowaresomeexamplesofareasofconcernsorissuesandunderlyingcauses:
Area of Concern/Issue Underlying Cause How communication can help
LGUshaveslowprojectcompletionrate
Duetocertainprojectrequirements,LGUsencounterchallengeswhichdelayandprolongthetimelinesinprojectcompletion
•ProvideinformationonhowLGUscan complywiththerequirementseasily throughinformation,educationand communication(IEC)materials
•Holdorientationmeetings/consultations (especiallywiththemostcommonly encounteredprojectrequirementsso thattheycanpreparebeforehandand/or factorthisinduringprojectcompletion soastoallotcontingencies)
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3.Who are the DILG’s stakeholders and how do they limit or facilitate the attainment of DILGs strategic goals?
StakeholderanalysisisastartingpointinunderstandingwhoDILGneedsto communicatetoandwhy.Thestakeholdersarethoseindividualandgroupswho caninfluenceandaffecttheaccomplishmentofDILGsstrategicgoals.
The stakeholder analysis must be able to answer the following questions:
a.WhoareDILG’sstakeholdersandhowdotheyaffecttheattainmentofDILGs strategicgoals? b.HowdoesDILGaffectthem?Howmuchpower&/orinfluencedoesDILGhave overthem?Whatarethesourcesofthesepower&/orinfluences? c. HowdoeseachstakeholderaffectDILG?Howmuchpower&/orinfluencedoes eachstakeholdergrouphaveoverDILGandwhatarethesourcesofthese power&/orinfluences? d.WhatcanDILGdotomove/influence/supportitsstakeholdersindividuallyand collectivelytowardsbringingaboutDILG’sstrategicgoals?
Thematricesbelowcanbeusedindeterminingwhofromamongits stakeholdersshouldDILGprioritizeandfocusitscommunicationeffortsto.
Figure3canbeusedto identify the levelof influenceand impactofspecificstakeholderstoDILG.Figure4showshowtoprioritizeandapproachthestakeholders.
Figure 3. Identification of Influence and Impact of DILG Stakeholders
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SomeidentifiedstakeholdersofDILG:
a. LocalGovernmentUnits(LGUs)
b. LGUConstituents,GeneralPublic
c. CivilServiceOrganizations(CSOs)andinterestgroups,
d.GovernmentDecisionMakers(CongressandOfficeofthePresident)
andothernationalgovernmentagencies(NGAs),
e. Institutionalpartnersanddonoragencies,
f. Media
g.DILGemployees
Figure 4. DILG Stakeholder’s Prioritization and Approach Matrix
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CHAPTER 3:FORMULATING THE COMMUNICATIONS STRATEGY
Figure 5. Formulating the Communications Strategy
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SPECIFIC–providesexactdetailsofwhattoachieveS
MEASURABLE –standardcanbesetandprogresscanbecomparedwithstandardsM
ATTAINABLE –realistic,canbeachievedA
RESULTS-ORIENTED –target-specific,definesoutputs,outcomesandimpactR
TIME-BOUND –period,timetocompletecanbedeterminedT
Example:
Operational Goals Communication Goal Communication Objectives
ToincreasethenumberofLGUsthatwillpasstheSGLG
TocommunicatetheprocessandcriteriaofSGLG
TomotivateLGUstocomplywiththecriteria
ConsistentandregularreleaseofcommunicationsaboutSGLGprocessandcriteriatohelpLGUsqualifyforSGLG
RegularexposuretomediaorforumtocommunicateSGLGprogramsandbenefits
The communication goals are the broad description of what DILG seeks toachievethroughcommunication.Fromaclearunderstandingofitsstrategicgoalsandpriorities,performanceneedsandstakeholders,andhowcommunicationcanhelp,thecommunicationgoalsarederived.
ThecommunicationsgoalsshallreflectandarticulatehowcommunicationcancontributetotheattainmentoftheDILG’sstrategicgoalsandpriorities.Thesecanbebrokendownintocommunicationobjectives.Thecommunicationobjectivesstatemorespecificcommunicationneedstobeaddressedorresultstobeachievedthroughcommunication.CommunicationobjectivesshouldbeS.M.A.R.T.
Step 1: Establishing Communication Goals and Objectives
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ATTRIBUTES–characteristicandtraits(demographics)A
UNDERSTANDING –knowledge,perception,meaningsU
DISPOSITION –tendencies,attitudesD
INFLUENCE –drivers,motivatorsI
EXPRESSION –language,comprehensionE
NEEDS –expectations,benefitsorconsequences,N
CHANNEL PREFERENCES –howinformationisreceived,timingC
EXPOSITION –actions,behaviorsE
Theaudienceanalysis is a systematic study to identifymore specifically thetargetpopulation(audiences)fromamongthestakeholderstowhichcommunicationinitiativeswillbedirected.Audienceanalysisestablishesthecertaincharacteristicsofthetargetaudiencetodeterminethemosteffectivewaytocommunicatetothem. Based from the stakeholders’ analysis, and the communication goals andobjectives,theprioritygroupstowhomDILGneedstocommunicateisestablished.Intheaudienceanalysis,thesestakeholdersareprofiledtodeterminehowtocommunicatetothemmoreeffectively.Audienceprofilescontainthefollowinginformation:
Step 2: Audience Analysis and Segmentation
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Knowledge, Attitude, Behavior and Practice (KABP) Profiling
The knowledge, attitude, belief and practices (KABP)profilingintendstoestablishthebaselineinformationandchangesin the knowledge, attitude, behavior andpractices relating toDILGgoalsandinitiativesbyitstargetaudiences.Thisgeneratesinformationabouthowthe targetaudience(s)perceives, feelsandreactstoDILG,itsgoalsandinitiatives.Knowingwhatdrivestheaudience(s)’siscriticalincommunicatingtothem.
Datagatheringmethodologieslikesurveys,keyinformantinterviews,focusedgroupdiscussions,expertconsultationsandthelikeareconductedtoestablishthedemographicandKABPprofilesofaudiences.
Demographic Profile includes age, gender, ethnic/culturalbackground,language/dialect,educationalattainment,householdincome,householdsizeandthelike.Thesecharacteristicstobeprofileddependonthepurposeoftheaudienceanalysis.
TheKABPProfilingelicitstheaudience’s:
KEY QUESTIONS
•Whoseknowledge, attitudes,behavior andpracticesmust bechangedtomeet DILGgoals?•Whoelseinfluence theseknowledge, attitudes,behavior andpractices?•Howdothey seekandreceive information?
KNOWLEDGE –theunderstandingofanytopic,issueorconcernK
ATTITUDE – displaysfeelings,motivations,preconceivedideasandmeaningstowardsanytopic,issueorconcernA
BEHAVIOR –observableactionsandreactionstowardsanytopic,issueorconcernandB
PRACTICE –establishedpatternofactions/reactions,consistentlydisplayedtowardsanytopic,issueorconcernP
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Tips in preparing a KABP Questionnaire: 1. IdentifytheKABPthatarecriticalinbringingabout communicationgoalsandobjectives
2.Pre-testthequestionsthroughafocusedgroupdiscussionor anexpertopinion.Questionsforknowledgeandpracticesare open-endedquestions.Likertscaletypeofquestionnaires canbeusedtodrawoutattitudes,beliefsandperceptions.
3.ValidatetheQuestions–administerthequestionnaire withsmallgrouptodeterminethedegreetowhichquestions areunderstoodandhowtheyareinterpretedacrossgroups, andhowthequestionsareabletogeneratetherequired informationandallareasarecovered.
KABPprofilingalsodeterminesandestablishesthepatternatwhichthetargetaudience(s)givesandreceivesinformation,howtheyassociatemeaningstothingsandeventsintheirenvironmentandthefactorsthatwillfacilitateandlimittheadoptionofdesiredbehavior.Alltheseinformationaresignificantindeterminingthechannelofcommunicationtobeutilized,thelanguageusedandmessagetobedeveloped,andtheaudiencecorrespondingsegments.
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Further,theKABPanalysiscanestablishthelevelofbehavioralchangeofthetargetaudience.Thisishelpfulindeterminingtheappropriatecommunicationstrategiesandactivitiestobedeployed,asexhibitedinthetablebelow:
Audience Communication Strategies Communication Activities
Unaware
•Raiseawareness•RecommendSolution
•Informationcampaignsthrough IECmaterialsandconductof informationdissemination eventslikeaplanned informationcaravan
Aware, concerned,
knowledgeable
•Identifyperceivedbarriersand benefitstobehaviorchange
•DistributionofIECMaterials•Conductofplannedand sustainedlocalconsultations•Quickresponsestoinquiries
Motivated to change
•Providelogisticalinformation•Usecommunitygroupsto counselandmotivate
•PersonalizedletterstoLGUs, Citizens,andCSOs•QuickresponsetoInquiries•Holdvariousexperience sharingeventslikeworkshops, consultations
Tries new behavior
•Provideinformationoncorrect use•Encouragecontinueduseby emphasizingbenefits•Reducebarriersthroughproblem solving•Buildskillsandbehaviortraits•SocialSupport
•PersonalizedletterstoLGUs, Citizens,andCSOs•QuickresponsetoInquiries•Holdvariousexperiencesharing eventsliketestimonials,summit andconferences
Sustains new behavior
•Remindthemofbenefitsofnew behavior•Assurethemoftheirabilityto sustainthebehavior•SocialSupport
•PersonalizedletterstoLGUs, Citizens,andCSOs•QuickresponsetoInquiries•Holdvariousexperiencesharing eventslikefora,summitand conferencesCitizen’sawards•CSOawards
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The messages should be tightly aligned to the communication goals andobjectives.Messagesmustbeabletobringthetargetaudiencetowardsthesegoalsandobjectives.Messagesmustappealtoreasons(tangiblefacts/actions)andemotions(values,feelings).
Variousreferencesprovidecharacteristicsofeffectivemessagesspecifically:
• CLEAR and CONCISE–conveysandfocusesfewbutkeyinformation • CREDIBLE–messageisrealistic,factual,achievable • RELEVANT –appealstoaspecificneed/expectationofthetargetaudience, expresseswhat’sinitforthetargetaudience,clearstatementsofbenefit derivedbythetargetaudienceand/orwhatspecificneed(s)aresatisfied • COMPELLING– encouragesthinking,feeling,doing(ACTION) • EASY– messagesmustbeeasytorecall,andpresent“calltoaction”as simpleandeasytodo
Step 3: Messaging
Tips in Developing Messages 1.Beclearonthepurposeofthemessagesandmessaging needs–revisitDILG’sstrategicgoalsandalignprogram objectives.
2.Gatherallinformationandverify,messagesmustbe backedupbyfacts,andfactsmustbedifferentiatedfrom opinion.Substantiate,distinguishandaddcredibility.Facts, figuresandstatistics,quotingauthorities,storiesandvisuals canbeeffective.
3. Focusontheimportantcoremessages,keepingtothreeto fivekeypointsatmost,prioritizethosethatyouwantthe audiencetoremember,consideringthelimitedtimeof exposure.
4. Focusonbenefitsandoutcomes,alwaysincludeamessage about“What’sinitforMe”forthetargetAudience.
5.Tailormessagestofiteachtargetaudience’scommunication styleandpreference,usethelanguagethattheyunderstand andthechannelthroughwhichtheyreceiveinformation.
6.Reviewandpre-testthemessageseitherthroughsmall focusedgroupdiscussionsorexpertopinion.informationand allareasarecovered.
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The Message House
TheMessageHouseisapowerfultoolincraftingeffectivemessagesforvariouspurposesandchannels.Itprovidesalogicalstructureonhowmessagesareframedandpresented.
Parts of the Message House
• UMBRELLA STATEMENT/ KEY MESSAGE–Thisstateswhatthebig pictureis.Thisshouldcontainthemostimportantmessagethatthetarget audienceshouldremember,evenaftertheyhaveforgotteneverythingelse. Thisshouldappealtothehearts(emotional)andminds(rational)ofthe targetaudience(s).Themessageshouldcontainbenefits,results/ outcomes,shortstatementofwhatisandwhatisinitforthetargetaudience • CORE MESSAGES–Thesearethesupportingmessagesandserveas thebodyofthemessage.Thesecanincludestatementsthatdescribethe structure,featuresorprocedures,answerstoissues,actionsbeingtaken aboutorevencalltoactionandotherclaimssupportingtheover-allmessage. • EVIDENCE(S), PROOF(S) or SUPPORT–thesearethedetailsthatadd depthtothesupportingmessages.Detailsmayincludewho,what,when andhow,likescientificdata,personalexperienceoranecdotalevidences.
Figure 6. Message House
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Examples of a Message House
Thiscanbeusedasaguideinstrengtheningtheidentity/brandofDILG
Figure 7. DILG Brand Message House
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Thiscanbeusedasaguideinstrengtheningtheidentity/brandofSGLG:
Figure 8. SGLG Brand Message House
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Thiscanbeusedasaguideinstrengtheningtheidentity/brandofPCF:
Figure 9. PCF Brand Message House (part 1)
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Thiscanbeusedasaguideinaddressingissues:
Thiscanbeusedasaguideduringcrisissituations:
Figure 11. DILG Issues Message House
Figure 12. DILG Crisis Message House
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Step 4: Communication Channels, Tools and Resources
Channel Analysis, Resources and Timing
Oncemessages are determined, the next step is to identify the channel fordelivering the message(s). These mechanisms must be suitable to the targetaudience(s).Thechannelofcommunicationmustbeselectedconsideringthefollowing:
a.Whatispopularwiththetargetedaudience? b.Whatisareliableandcrediblechannel? c. Whatistheaudience’ssize? d.Whichmediumwillreachmoreofthetargetaudience? e. Howcomplexorsimpleisthemessage? f. Whichiscost-effective?
Messagesmustbedeliveredatthetimethattargetaudiencearemorelikelylistening,toensuretheyarereached.
Factorstoconsiderwhenselectingcommunicationchannels:
a.Reach:whatproportionoftheaudienceisexposedtothechannel? b.Frequency:howoftenaretheaudiencesexposedtothechannel? c. Cost:howmuchwillitcosttoachieveeachcontactwithamemberofthe targetaudience? d.Managerial Feasibility:willitbepossiblefortheprojecttomanagethe useofthechannelovertime,supervisingoutreachworkers,orpreparing effectivemediamaterial? e.Effectiveness per contact:howmucheffectonknowledgeorbehavior willeachcontactwiththechannelproduce?
Variousoptionsinclude: 1. IECMaterials,brochures,posters,advisories,positionpapers,circulars, letters,issuances,variousmemoranda 2.AvailabilitySession/openhouse 3.Celebrations/specialevents 4.Electronicmedia,includingemail,websites 5. Face-to-facemeetingswithkeystakeholders, 6. Focusgroupsdiscussions 7.Media,includingcableTV,displayads,newsreleases,andpressconference 8.Publichearing/Townhallmeetings 9.Publicorprivateschools 10. Socialmediatools,e.g.,YouTube,Facebook,Twitter 11. Workshops,Seminarsandothercapabilitybuildingactivities
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Step 5: Forming the Communications Team
Afterdetermining theWhy,What,ForWhomandHow,anequally importantstep is determining who themembers of the communications team are, and thespokesperson.Thecommunications teamwillbe theover-all lead in implementingandmeasuringtheimplementationofthecommunicationsinitiatives.
Thegoalofthecommunicationteamistoensurethatthecommunicationinitiativeis implementedasplanned.This includesorganizingtasksandactivities,providingtechnicalassistancetootherimplementingunitsandmonitoringandevaluatingboththeprocessandtheresults.
There is also anothermember of the communication teamwho is tasked tohelp the audiencesget themessages right. This is thedesignated communicator/spokesperson.Thespokespersonisresponsible inensuringthatDILG’sstandpointonvarious issuesgets intonewsstoriesandcommunicationchannelsat themostappropriatetime.ThisincludesthosepromotingapositiveDILGimageandaddressingunfavorableones,andkeepingissuesinpertinentcontext.Thespokespersonisalsoresponsible in answering questions, providing information to increase clarity andcohesivenessofthemessagesthatDILGwantstoconveytoitsaudiences.
Pointers to consider when choosing a spokesperson 1.Authority and CredibilitytospeakinbehalfofDILG; authorityrestsonhispositionandtheextenttowhichhis opinionisconsistentwiththatofDILG,whilecredibilityrests onhisreputationandtrackrecord.Theabilitytohandle confidentialmattersandtheabsenceofanypersonalhistory oflyingtothepublic,cheating,orbeinginconsistentin issuingstatements,opinions,etc.
2.ProfoundunderstandingofDILG,itskeyissuesandconcerns. Ideally,anexpertonthecrisissubjectmatterandappointed managementappointstheauthorizedspokesperson.
3.Hasundergonetrainingmanagingthepressandcrisis communications a)Cancommunicateconfidentlyinfrontofsmallorlarge groupsandswiftinreplyingtoquestions. b)Abilitytomaintaincomposureunderstressful conditions c) Abilitytoestablishstrategicandcordialrelationships withvariousstakeholdersespeciallythemediaand peopleformthepress
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CHAPTER 4: IMPLEMENTING THE COMMUNICATIONS STRATEGY
When a communication strategy is formulated, DILG prepares for the
implementation.The implementation stage involves the conductof communication
activities including the production and distribution of Information, Education and
Communication materials. This includes organization of tasks and deployment of
peopleandresources,managementofcommunicationchannelsandmonitoringand
evaluating theprogressover time.Theactivitiesmustbeconductedbasedon the
plan,andwithintheallocatedresourcesandtimeperiod.Itisimportanttolookinto
how the activities are conducted andhow they are bringing about the objectives.
Implementingthestrategyshouldbeguidedbyamonitoringandevaluationplanthat
shouldessentiallyanswerthebasicquestion:Isthetargetaudiencebeingexposedto
themessagesasintended?
An important part of implementing strategy is documenting the progress of
implementationnotonly tokeep trackof theprogressandallocationof resources
but also to capture the challenges, successes and lessons learned. This helps to
facilitatecontinuingwork,avoidrepeatingunfavorablestepsandcaptureemerging
bestpractices.Thesearethefollowingareastolookinto:
• GoalsandObjectivesset
• Goalandobjectivesattainment
• Factorsthatfacilitatedandlimitedtheattainment
• Implementationoftheplanandanydeviations
• Difficulties/Challengesandmeasures,whatworkedandwhatdidn’twork
• Audiencesandchannels
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CHAPTER 5: MEASURING THE EFFECTIVENESS OF THE COMMUNICATIONS STRATEGY
Monitoring and evaluation is critical in determining the effectiveness of thecommunication strategy. Establishing the standards and indicators of success ofthecommunicationstrategyand initiatives is integral inestablishingthegoalsandobjectives. It is a continuous undertaking that tells whether the communicationsinitiativesarebringingaboutthedesiredbehaviorsandresults.
Monitoringandevaluation iscarriedoutsimultaneouslywith implementation.Programsaremonitoredtosystematicallygatherinformationaboutaudienceresponsetomessages,andsubsequentchangesinknowledge,attitudes,beliefsandpractices(KABP)associatedwithDILG’sprogramsandinitiatives.Someindicatorsofeffectivenessofcommunicationinitiatives
OUTPUT LEVEL
• NumberofIECDmaterialsdeveloped,producedanddistributed • Numberofactivitiesconducted • Numberofchannelstapped • Numberofparticipantsreached,attended • Messageeffectiveness–reach,comprehension,recall • Cost-efficiency–spendingwithinbudget
OUTCOME LEVEL
• Numberofparticipantsexhibitingdesiredbehavior • Observablechangesinbehavioramongyourtargetaudience • Changesinthenumberofpatrons,supporters,partners,volunteersetc. • Manifestationsofsupportlikepolicyconsiderations,budgetapproval,grant offersetc. • Numberofrequestsformaterialsorinformation • NumberofWebvisitors(bothuniqueandrepeatvisitors) • Numberofpositivenewsstoriesorstoriespromotingyourmessage • Verbalorwrittenfeedback,negativeorpositive
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Determining the Scope and Type of Evaluation
Thescopeandtypeofevaluationlargelydependsonthecommunicationgoals
andobjectives.QuantitativeandqualitativemethodsmaybeusedforM&Especifically
inareasof:
a. Input:economicandhumanresourcesbudgetedandactuallyspentfor
onegivenactivity
b.Output:qualityandquantityoftheproductsofthecommunication
campaignintermsofactivities(meetings,mass,events,),materials
(leaflet,poster,IECmaterials,pressrelease)andmedia
c. Outcome:thesearewhatthetargetaudienceswillacquireafterbeing
exposedtothecommunicationactivities,productsetc.,like
understandingofthemessages,formedopinionandperspectives.Impact:
Theseresultstoquantifiablechangesinknowledge,attitudes,behavior
andpractices
Morespecifically,evaluationcanbeinfocusedon:
• Effectiveness of the messages –arethemessagesreceivedas
intendedbythetargetaudience?
• Effectiveness of the channels–arethechannelsfacilitatingthe
transferofmessagesaccurately,coveringalltargetaudiencesandatthe
opportunetime?
• Production and distribution of IEC Materials–arematerialsproduced
deliveringappropriatemessagesanddistributedintimetoreachthe
targetaudiences?
• Conduct and implementation of activities–areactivitiesgenerating
targetparticipationandconductedasscheduled?
• Cost Efficiencies–areresourcesspentwithinreasonablelimits?
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Success indicatorsonshouldbeestablished fromas thecommunicationgoalsandobjectivesareestablished.
OUTPUT LEVEL
• NumberofIECmaterialsdeveloped,producedanddistributed • Numberofactivitiesconducted • Numberofchannelstapped • Numberofparticipantsreached,attended • Messageeffectiveness–reach,comprehension,recall • Cost-efficiency–spendingwithinbudget
OUTCOME LEVEL
• Numberofparticipantsexhibitingdesiredbehavior • Observablechangesinbehavioramongyourtargetaudience • Changesinthenumberofpatrons,supporters,partners,volunteersetc. • Manifestationsofsupportlikepolicyconsiderations,budgetapproval,grant offersetc. • Numberofrequestsformaterialsorinformation • NumberofWebvisitors(bothuniqueandrepeatvisitors) • Numberofpositivenewsstoriesorstoriespromotingyourmessage • Verbalorwrittenfeedback,negativeorpositive
IMPACT LEVEL
• MoreempoweredLGUspromotingsustainabledevelopmentandsocial protection • ConstituentsbenefittingfromempoweredLGUs,economicdevelopment andsocialprotection
DILG STRATEGIC COMMUNICATION 26
APPENDIXES
D
EPAR
TMEN
T O
F TH
E IN
TERI
OR
AND
LO
CAL
GOVE
RNM
ENT
OVE
RAL
L CO
MM
UN
ICAT
ION
S PL
AN
Month
Co
mm
unic
atio
n O
bjec
tive
Target Audience
Key
Mes
sage
(s)
Com
mun
icat
ion
Chan
nel/
Too
ls
Tim
efra
me/
Fr
eque
ncy
Reso
urce
s/
Des
crip
tion
/ Re
mar
ks
Janu
ary
1.
2.
3.
Febr
uary
1.
2.
3.
Mar
ch
1.
2.
3.
April
1.
2.
3.
May
1.
2.
3.
June
1.
2.
3.
July
1.
2.
3.
Augu
st
1.
2.
3.
Ap
pen
dix
A:
Ove
rall
Com
mu
nic
atio
ns
Pla
n W
orks
hee
t
DILG STRATEGIC COMMUNICATION 27
Se
ptem
ber
1.
2.
3.
Octo
ber
1.
2.
3.
Nov
embe
r
1.
2.
3.
Dece
mbe
r
1.
2.
3.
Prep
ared
by:
Appr
oved
by:
____________________________________________________________
____________________________________________________________
Sign
atur
e ov
er Print
ed N
ame, Pos
ition
and
Date
Sign
atur
e ov
er Print
ed N
ame, Pos
ition
and
Date
DILG STRATEGIC COMMUNICATION 28
DEP
ARTM
ENT
OF
THE
INTE
RIO
R AN
D L
OCA
L GO
VERN
MEN
T CO
MM
UN
ICAT
ION
S PL
AN
Nam
e of th
e Pr
ogra
m/ Bu
reau
/ Se
rvice/
Reg
ion: __
__________________________________________________________________________________________________
Nam
e of th
e Pr
ojec
t: ____________________________________________________________________________________________________________________________________
Commun
ications
’ Objec
tive(
s): ________________________________________________________________________________________________________________________
Over
all M
essa
ge: _
_______________________________________________________________________________________________________________________________________
Targ
et A
udie
nce
Key
Mes
sage
(s)
Com
mun
icat
ion
Chan
nel/
Too
ls
Tim
efra
me/
Fr
eque
ncy
Reso
urce
s/
Des
crip
tion
/ Re
mar
ks
Pr
epar
ed by:
Appr
oved
by:
____________________________________________________________
____________________________________________________________
Sign
atur
e ov
er Print
ed N
ame, Pos
ition
and
Date
Sign
atur
e ov
er Print
ed N
ame, Pos
ition
and
Date
Ap
pen
dix
B:
Com
mu
nic
atio
n P
lan
Wor
ksh
eet
DILG STRATEGIC COMMUNICATION 29
DEP
ARTM
ENT
OF
THE
INTE
RIO
R AN
D L
OCA
L GO
VERN
MEN
T
STAK
EHO
LDER
S AN
ALYS
IS W
ORK
SHEE
T Nam
e of th
e Pr
ogra
m/ Bu
reau
/ Se
rvice/
Reg
ion: __
__________________________________________________________________________________________________
Nam
e of th
e Pr
ojec
t: ____________________________________________________________________________________________________________________________________
Stak
ehol
der
Stak
ehol
der’
s Le
vel o
f Inf
luen
ce
Stak
ehol
der’
s In
tere
st L
evel
/ Le
vel o
f Im
pact
Su
ppor
t/ A
ctio
ns
Nee
ded
Leve
l*
How
? Le
vel*
H
ow?
*Lev
els: (1
) Low
to (4
) High
Prep
ared
by:
Appr
oved
by:
____________________________________________________________
____________________________________________________________
Sign
atur
e ov
er Print
ed N
ame, Pos
ition
and
Date
Sign
atur
e ov
er Print
ed N
ame, Pos
ition
and
Date
A
pp
end
ix C
: S
take
hol
der
s A
nal
ysis
Wor
ksh
eet
DILG STRATEGIC COMMUNICATION 30
Appendix D: Stakeholders Mapping Worksheet
DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT
STAKEHOLDERS MAPPING WORKSHEET Name of the Program/ Bureau/ Service/ Region: _____________________________________________________________________________________________________ Name of the Project: _____________________________________________________________________________
Stakeholder’s Map
Prepared by: Approved by:
_____________________________________________ _____________________________________________ Signature over Printed Name, Signature over Printed Name, Position and Date Position and Date
DILG STRATEGIC COMMUNICATION 31
Appendix E: Message Worksheet
DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT MESSAGE WORKSHEET
What is the promise—single most important benefit,
key point that must be imparted?
What are the key issues that the message should address, what are the critical information to impart?
What are the key issues that the message should address, what are the critical information to impart?
What are the key issues that the message should address, what are the critical information to impart?
What are the key issues that the message should address, what are the critical information to impart?
• What are the support statements? Reasons/Facts to believe the promise.
• What details,
processes, procedures, and facts should the audience know?
• Is it
communicated in the audience’s language – translations of DILG jargons and technical terms
• What is the call
to action?
• What are the support statements? Reasons/Facts to believe the promise.
• What details,
processes, procedures, and facts should the audience know?
• Is it
communicated in the audience’s language – translations of DILG jargons and technical terms
• What is the call
to action?
• What are the support statements? Reasons/Facts to believe the promise.
• What details,
processes, procedures, and facts should the audience know?
• Is it
communicated in the audience’s language – translations of DILG jargons and technical terms
• What is the call
to action?
• What are the support statements? Reasons/Facts to believe the promise.
• What details,
processes, procedures, and facts should the audience know?
• Is it
communicated in the audience’s language – translations of DILG jargons and technical terms
• What is the call
to action? Prepared by: Approved by:
_____________________________________________ _____________________________________________ Signature over Printed Name, Signature over Printed Name, Position and Date Position and Date
DILG STRATEGIC COMMUNICATION 32
DEP
ARTM
ENT
OF
THE
INTE
RIO
R AN
D L
OCA
L GO
VERN
MEN
T
PRIM
ARY
AUD
IEN
CE W
ORK
SHEE
T
Audi
ence
D
emog
raph
ic
Prof
ile
KAB
P Pr
ofile
St
age
of B
ehav
ior
Chan
ge
Fact
ors
affe
ctin
g de
sire
d be
havi
or
Sour
ces
of
Info
rmat
ion
e.g. LGU
Class 5, low income
Informed, non-‐
compliant
Reluctant to change
Lack of technical and
financial capability
M&E reports from
operations
Prepared by:
Approved by:
____________________________________________________________
____________________________________________________________
Signature over Printed Nam
e, Position and Date
Signature over Printed Nam
e, Position and Date
Ap
pen
dix
F:
Pri
mar
y A
ud
ien
ce W
orks
hee
t
DILG STRATEGIC COMMUNICATION 33
DEP
ARTM
ENT
OF
THE
INTE
RIO
R AN
D L
OCA
L GO
VERN
MEN
T
SECO
ND
ARY
AUD
IEN
CE W
ORK
SHEE
T
Seco
ndar
y Au
dien
ce
Prim
ary
Audi
ence
In
fluen
ced
Pow
er o
f Inf
luen
ce
(Low
, Med
ium
, H
igh)
Sour
ce o
f Inf
luen
ce
Atti
tude
tow
ards
Pr
imar
y Au
dien
ce
Beha
vior
Seco
ndar
y Au
dien
ce
Sour
ces
of
Info
rmat
ion
e.g. CSO
LGU
Medium
Participation to
projects, so projects
are approved by DILG
Reluctant
Bulletin Boards,
Letters
Prepared by:
Approved by:
____________________________________________________________
____________________________________________________________
Signature over Printed Nam
e, Position and Date
Signature over Printed Nam
e, Position and Date
Ap
pen
dix
G:
Sec
ond
ary
Au
die
nce
Wor
ksh
eet
DILG STRATEGIC COMMUNICATION 34
DEP
ARTM
ENT
OF
THE
INTE
RIO
R AN
D L
OCA
L GO
VERN
MEN
T
COM
MU
NIC
ATIO
N C
HAN
NEL
EVA
LUAT
ION
Chan
nel
Targ
et A
udie
nce
Audi
ence
Rea
ch
Freq
uenc
y of
Au
dien
ce A
cces
s Ad
vant
ages
D
isad
vant
ages
e.g. TV
General Public
Wide
Daily -‐High
Wide reach
Costly
Prepared by:
Approved by:
____________________________________________________________
____________________________________________________________
Signature over Printed Nam
e, Position and Date
Signature over Printed Nam
e, Position and Date
Ap
pen
dix
H:
Com
mu
nic
atio
n C
han
nel
Eva
luat
ion
DILG STRATEGIC COMMUNICATION 35
DEP
ARTM
ENT
OF
THE
INTE
RIO
R AN
D L
OCA
L GO
VERN
MEN
T
PURP
OSE
-‐AU
DIE
NCE
-‐MES
SAGE
-‐CH
ANN
EL W
ORK
SHEE
T
Com
mun
icat
ion
Obj
ecti
ves
Targ
et A
udie
nce
Key
Mes
sage
s Co
mm
unic
atio
n Fo
rmat
/Cha
nnel
M
easu
res
of
Effe
ctiv
enes
s e.g. To increase
participation of CSOs in LGU
Projects
CSOs
CSOs help communities by
participating in LGU
projects
Face-‐to-‐face
Message Recall
Change in participation
level
Prepared by:
Approved by:
____________________________________________________________
____________________________________________________________
Signature over Printed Nam
e, Position and Date
Signature over Printed Nam
e, Position and Date
Ap
pen
dix
I:
Pu
rpos
e-A
ud
ien
ce-M
essa
ge-
Ch
ann
el W
orks
hee
t